With the publication of its new discussion paper ‘When we do harm', the association is encouraging its members to initiate conversations with their HR functions, executive teams and boards. It wants them to consider the avoidable harm that can be caused through employee investigations and how they can address it.

The paper is part of its Avoiding Harm programme, which is being launched in its 50th year. The programme highlights the damage that can occur to both employees and organisations when disciplinary processes are poorly commissioned and managed.

Julie Rogers, chief executive of the HPMA, said: ‘Personally, I realise that I've made decisions – often driven by the process and training – which failed to consider the person at the heart of the investigation and the impact it could have on colleagues and the wider organisation. I know many of my colleagues feel the same way.

‘I hope that our members will use the paper to support conversations within their organisations, as we continue to develop and improve our people practices.'

Andrew Cooper, the paper's lead author and head of the Avoidable Employee Harm Programme in Aneurin Bevan University Health Board in NHS Wales, added: ‘Research that we have undertaken has shown that employee investigations can cause harm to employees being taken through the process, those who lead them and the wider organisation.

‘The discussion paper draws on emerging insights and evidence and suggests actions that could improve employee wellbeing at a time when the health and care workforce is under significant pressure. It also shows how that action could contribute to improving organisational culture and reputation and reduce costs at the same time.'

The Avoiding Harm programme and its accompanying discussion paper, which links to research, training and resources that support the programme, was launched at the HPMA's annual conference in Belfast.